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Does the way you deal with people actually make a difference?

July 19th, 2011

 

Strange question you might say.  Does it really impact your career, family business, your wealth? 

 

Last Friday while I was attending the annual re-certification of our coaches/instructors (I am proud to say this annual event is mandated by our corporate office to refresh our skills, confidence and enthusiasm to provide quality to our clients) Steve, a business executive asked me, “How come people young and old don’t consider dealing with people as important as being smart at making business deals?”

 

Family problems, turnover of staff, too much stress from having to do too much yourself, lack of customer connections, mistrust of management, no vendor loyalty, lack of understanding of employees, low morale, deals gone bad, are outcomes directly related to making the way you deal with people a low priority.

 

If you don’t work on it, legal contracts dictate the day (as in dictator), and snatching the very soul of people who care becomes the culture of an organization. In those organizations there is little focus on the market, customer’s wants and motives which, in the long haul, brings them down.  Innovation doesn’t thrive in those kinds of environments. It is invisible to those who are simply focused on money and results at any cost.   (As in Wall Street banker bandits who brought our world down.)

 

I guess if you are rich it doesn’t matter… Or does it?  Can you get rich with people skills and by having a soul?  Warren Buffet thinks so!  He chose coaching by our organization years ago and his Dale Carnegie certificate is the only one on his wall.

 

Sir Richard Branson thinks so!  His whole success is about empowering his staff and allowing for innovation so they can inspire the market.

 

Jay Leno thinks so!  “Being successful is just applying Dale Carnegie people principles,” he said to the Wall Street Journal.

 

I gave the closing talk last Friday at our recertification as I have done for the past 38 years.  I brought everyone back to when I was 21 getting started in business.  I didn’t have much going for me back then but a passion for our business, communications skills, and a few people.  I recalled how the company grew, how we faced the ups and downs, how I had to become more of a businessman and investor.  As I look back, our team’s success was because of our passion and people skills.  It’s the way we cared about each other, our customers, enjoyed each other’s company and had fun together.  There is no doubt about it, the biggest problems we have are people problems; and the biggest victories usually include others.  Just as we saw with the NBA’s Miami Heat and their three All Stars, individuals don’t make a team.  When you build team, you have a greater chance of winning.

 

I hope young people get hooked on success and turned-on to their potential just as I was, and keep their eye on what the Andrew Carnegie Institute said years ago, “85% of your success is determined by your ability to influence and get along with people.”

Like me, most people are not masters at anything.  We just muddle through day by day, like everyone else, but those who arouse the enthusiasm of others to get things done usually succeed.  They usually have repeat customers, supportive vendors and staff, a close family, and good friends.  People with people skills and strong people values and are respected by others, usually have a good life.  Isn’t this what we all want?  I think of Mike Norman a good friend in Minneapolis.  He is financially successful yes, but he does it with class, people skills and respect for others.

 

You can create the life you want by focusing on others and what they want and by being interested, appreciative and a good listener.  I suggest that we watch ourselves for a week.  Do we show a little too much arrogance?  Are we over opinionated?  Do we really know our families, customers, vendor’s needs/wants/motives or are we just focused on ourselves? 

Be a learner this week.  Take a hard look at yourself and people’s habits and you will immediately become a little better.  We’ve asked millions of people to do this for almost 100 years and the reports are always the same, “I didn’t realize I acted this way and from now on…”

 

As always, if you have specific questions e-mail me and I will respond quickly.  kdcrone@dalecarnegie.ca

 

Have a great week.

What Comes First – A Great Offering or the Ability to Sell It?

July 11th, 2011

“Good question” I said to a successful businessman last week.  Here is my answer:  “If you don’t have an offering that matches up with what customers want and are motivated to buy, selling is going to be very tough.  On the other hand, if you can’t get your good story out to the market and close the deal, it is going to be tougher.”

Seizing your customers attention and holding it long enough to generate revenue is crucial to business success.  And all those companies who aren’t focusing on that are probably claiming that their sales people are not proactive enough.  And that may not be the real problem.  If you are blasting away generalized e-mails or print with a lack of personalization and customization required, you probably can’t figure out why your marketing doesn’t work today.   If you are counting on the latest network technologies alone because it is quick and it looks like it could spread the word of mouth easily, then you may find it isn’t enough although you need to use it to stay in business. 

Truth is, whether you are using posts on Facebook or postcards, it does not matter how fast or easy your message gets out if it is irrelevant on arrival.  Yes we need our story out quickly, but our messages need to be opened, read and acted on. This requires a highly targeted, relevant message with personalized follow up.  When communication is personalized, response rates dramatically go up, as much as 33 – 50% in repeat orders, response rates and response time. 

Regardless of the media or approaches you use, the key is to let your customers know that you know and understand them.  Customers want to know you are speaking and selling to them alone.  They want to feel special, and businesses need to constantly think through if and how they do that.  All of us are loyal to certain businesses and it’s usually because of relationships and personal connection.   Fleeting relationships are caused by a failure to remember to make everything relevant to a customer.  If there is a better principle to follow than this one, I don’t know what it is.

Brands become tired, offerings become old, and stories become dated.  Whether you are a small business or Starbucks, you can’t stop thinking about what you have for your customers to gain their respect, to build a relationship, avoid rejection and to generate positive revenues.

Customers ask in ten seconds or less, “Is this message targeted to my interests or needs?” If it isn’t, you are clicked or tossed away. 

 

We must be compelling, relevant, timely, and personalized in order to cut through the clutter and the attention deficit disorders that all customers seem to have today.  Large businesses can be maddening to deal with.  Just try to find a customer service number when you have questions.  They get away with it but I’m pretty sure most of us can’t.

Personalization has moved far beyond imprinting addresses on boiler plate letters.  Use every tool you have from data mining to profiling to conversations to make your communications increasingly personal, timely, and targeted.  Find out who your audience is, what their preferences are, what and how they buy and what else they might need as an add-on.  This allows you to target a selective audience with relevant messages and they will feel you are talking to them. 

 

Marry up print media and the power of the web.  Create reports that educate and precede your offering, followed by a small run of customer publications (like the one retailers like Costco use) to your narrow, well defined audience.  Of course, follow up with a person who teaches, understands and advises.  Keep all your options in play.

 

In Summary:

·         Be a social media player.

·         Use every tool possible to segregate your targets.

·         Go after them with compelling, personalized messages, reports and publications.  Marry up the web with print.

·         Follow up with salespeople who educate, understand needs, and advise.

 

What occurs to you that you should do more of or stop doing?

What is your first action?  Remember, action is all there is.

As always, if you have specific questions e-mail me and I will respond quickly.  kdcrone@dalecarnegie.ca

Have a great week.

Can Your Organization Change?

July 4th, 2011

 

Over the years we have worked with many corporate clients who were implementing changes required to make their organizations more successful.  There was always some kind of transition, going from one state to another.  For example, going from order taking to proactively finding customers or going from being inward-oriented and focused on their own operations to being market focused and standing out with clients, etc., etc.  It seems today after a tougher time, every business is in some kind of transition.

 

All these transitions had a clear mandate, outcomes and measurements in place. We then designed projects with phases and specific outcomes and actions designed to engage clients.  Teams researched the current reality internally and externally.  They determined what was wanted and required, implemented actions through committed action teams, with leaders and managers who took accountability.  We always added some solid behavioral coaching work while people were going through the transition so they could grow with the change while applying change management principles that made the transitions visible, and part of the new culture.\ All these things were mapped out and followed by us and our clients.  What have I learned from these projects that can help you?  Here are the top six factors to making a transition work beginning with number six:

6. The old adage is true.  It starts at the top.  I can name the top people who really led the transitions and ensured that their decisions supported where the business was going.  I will never forget committed leaders like Ron Nolan, Warren Martin, Jim Mackin, and many others who, because of their commitment, made successful change happen for their businesses.

5. The current reality is never an easy thing to embrace.  Every passionate employee had a bias and the pull of their habitual past is always strong.  As a result, the current reality, even when it is described in facts and logical data, can peeve some people off.  They would rather hold on to their pre-conceived world views, concepts and theories than accept reality.  But it can happen and it works when it is done with compassion and human relations.

4. Alignment – is often passed by quickly.  ‘Here is what we are going to do’ is usually the way things happen and commitment can suffer at all levels.  Alignment isn’t buy-in.  Generally people do what they want to do and half- heartedly support when it isn’t their idea.  Alignment shouldn’t be rushed and it can be done properly.  It is worth the effort and time.

3. Engagement – too often people were not asked to think through all phases they are involved in so they had a chance to contribute and impact the transition at their level.  Again it can be done right.  It takes scheduling the time and is more about listening than following someone’s agenda.

2. Change - must be connected to each individual and their own life.  As much as business is a daily battle, it can’t be fought with too much fear or a lack of enthusiasm.  A good change management process can help employees excel, have fun and grow.

 

Now for Number 1 …

Change happens when groups have a process to change together, support and encourage each other and where reports are made and accomplishments are celebrated.  This is the #1 factor in making change happen.  Convicts, poor students, weight losers, fitness participants and employees going through change, use teams supporting each individual.  It makes change happen.

What does all this mean to you?

A.    If your department or company needs to go through a transition or are in one, you are meeting these top six factors.  Are you leaving anything out?

B.    What occurs to you that you need to find out or do in order to transition better?

C.    In the next couple of months I have been asked to conduct a webinar on this topic “Transitioning Your Business”.  I will let you know more.  Join us and pick up more tips.

As always, if you have specific questions e-mail me and I will respond quickly.  kdcrone@dalecarnegie.ca

Have a great week.

 

 

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